A polished service comes from regular meetings/training, with owners clearly sharing their vision and expectations


salaries in much of the world, we are seeing a movement towards having at least a portion of the compensation dependent on service sales generated, just as it has always been with retail commissions. Management focused on sales may even introduce tiered compensation structures, where performance that meets or exceeds benchmarks in areas such as retailing percentage or average spend allows the ther- apist to advance to an incrementally higher compensation level.


www.spahandbook.com Good management skills cannot typi-


cally reduce your rent or utility bills, but can impact on your bottom line through more careful oversight in areas such as inventory management, administrative expenses and marketing and training budgets. Beauty prod- ucts are oſt en viewed as a commodity in spas, by virtue of their ubiquity. Hence, appropri- ate controls are not always in place regarding ordering, stocking and cabin replenishment, especially of professional-use supplies. Using


defi ned purchase orders, combining orders from diff erent departments and designating department-specifi c storage can help to avoid an over-stock situation. Plan your inventory replenishment on a schedule that takes into consideration the time required for delivery and doesn’t result in product shipments show- ing up on a day when staff are too busy to attend to them. Every day that a product sits in a box, and not on a shelf, is another day that money is tied up and inventory turns are


spa business handbook 2011 93


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